Talent Supply Chain Pattern in the Banking Industry

Document Type : Research Article (with qualitative approaches)


1 Assistant Professor in Business Management Department, Faculty of Management, Allameh Tabataba'i University, Iran, Tehran

2 Associate of Professor Business Management Department, Faculty of Management, Allameh Tabataba'i University, Iran, Tehran

3 Associate of Professor, Business Management Department, Faculty of Management, Allameh Tabataba'i University, Iran, Tehran

4 Ph.D Student at Management, Business Management Department, , Allameh Tabataba'i University, Iran, Tehran.


Purpose: The current study aims to present a talent supply chain model in the banking industry.
Method: This research has been done qualitatively and through a research strategy based on Strauss and Corbin's GT theory and systematic design and has been implemented in three stages of open, pivotal and selective coding. The data of this research were collected through semi-structured interviews with 16 managers and experts in the banking industry, the interviewees were selected by theoretical sampling.
Finding: Data were categorized in the form of 199 conceptual labels, 32 sub-categories and 11 main categories and it was determined that the talent supply chain in the banking industry includes management elements, talent supply processes, support and logistics as the central phenomena, caused by banking environmental characteristics.  After identifying the appropriate banking strategies, organizational culture as the underlying factor, as well as organizational and managerial factors were identified as intervening variables. At the end, two types of intra-organizational and external organization consequences for banks in case of using this chain was introduced and based on the process model of the GT Theory, the final design pattern and judgment statements were presented.
Constraints and Consequences: Unwillingness of some participants employed in the banking industry to reveal information about specific issues such as new electronic products, political issues and macro management categories, the dispersal of experts in different banks and the lack of easy access to these experts were some of the limitations of this research.
Practical implications: By using this model, banks can improve their ability to recruit qualified, knowledgeable and elite staff with the necessary skills and abilities at the required time and at a high level and can gain competitive advantage by creating agility in dealing with changes.
Contribution: This research can be regarded as a pioneer work by combining talent management approaches and supply chain as a new field.
Paper Type: Research Paper


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